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SPL In Practice Lessons from Real Projects

This article discusses the state of the practice in product line engineering, based on work group meetings over two and a half years and experiences from five organizations with different contexts. It explores key practices, organizational factors, and challenges faced in product line development.

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SPL In Practice Lessons from Real Projects

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  1. SPL In PracticeLessons from Real Projects Jorge Mascena | jorge.mascena@cesar.org.br

  2. Product Line Engineering: The State of the Practice • Work group meetings over two and a half years • Five organizations with different organizational contexts • Four key practices for SPL • Organization and support practices • Practices that balance between platform versus client interests • Requirements engineering practices • Architectural practices

  3. Product Line Engineering: The State of the Practice • Factors for characterizing product line development organizations • Organizational context • Number of employees • Number of development sites • Market orientation • Hardware embedding • Core platform development

  4. Product Line Engineering: The State of the Practice • Product line charateristics • Number of products • Performance requirements • Stability • Architecture • Different contexts and more than two years time period • Opportunity to assess effectiveness of applied practices • Different challenges according to organizational and product line characteristics

  5. Product Line Engineering: The State of the Practice • Organization and support practices • Product line development impacts the entire organization • Must be planned and managed carefully • SPL development can be organized in two ways • Within product teams • In a separate SPL team • Both have associated advantages and risks

  6. Product Line Engineering: The State of the Practice • SPL within product teams • Risks spoiling the SPL core • SPL in a separate team • Reusable assets might not address products’ needs • Few organizations adopt a separate SPL team • Risks of fundamental restructuring • Proven work structures and organizational culture

  7. Product Line Engineering: The State of the Practice • Ensure optimal fit of the SPL core with product development needs • Requires a sophisticated balance of SPL autonomy and consideration of product concerns • Avoid aligning too closely with individual product needs • Ensure timely implementation of relevant product features

  8. Product Line Engineering: The State of the Practice • Support SPL development from an organizational viewpoint • Demonstrate a convincing business case • Identify an appropriate organizational structure • Justify the platform team • Cost-benefit • Custumer demand

  9. Product Line Engineering: The State of the Practice • Balancing platform versus client interests • Integrating requirements into the platform • Establish a priorization process tha everybody adheres to: single manager or architectural board • Job rotation • Discussion forums • Frequent meetings • Tool support

  10. Product Line Engineering: The State of the Practice • Find good priorization criteria • Measurements • Number of products in which the functionality appears • Efforts for realization and integration • Risk-versus-benefit estimates

  11. Product Line Engineering: The State of the Practice • Priorization process • Product requirement priorization • Platform requirement priorization • Product development planning and organization

  12. Product Line Engineering: The State of the Practice • Strong pilot client influence • Perform domain analisys before or during pilot-client-driven platform development • Walk through the features and explicitly document expected deviations • Develop a sound vision of the PL and communicate it throughout the organization • Components must be generic. Avoid rich interfces (extend them as needed)

  13. Product Line Engineering: The State of the Practice • Realization of platform requirements in products • Minimize application engineering -> integration of platform components • Perform systematic PL scoping to clarify which requirements will be implemented in the platform • Job rotation between product and platform development • Install an architecture review board • Enforce the development of architectural models

  14. Product Line Engineering: The State of the Practice • Requirements engineering practices • Very important in SPL: various domains simultaneously • Important practices • Domain identification and modeling • Separate specification and verification for platform and product requirements • Management of integrating requirements into the platform and products • Identification, modeling and management of requirements dependencies

  15. Product Line Engineering: The State of the Practice • Domain analisys and domain description • A well-understood domain is a prerequisite for defining a suitable scope for the product line • The impact of architectural decisions on requirements negotiation • Focusing SPL evolution too much on architectural issues will lead to shallow or even incorrect specifications • Architecture roundtable meetings with requirement engineers, lead architects and marketing and sales personnel

  16. Product Line Engineering: The State of the Practice • Effective tool support • Existing tools don’t satisfactorily support aspects such as variability management, version management for requirements collections etc. • Two approaches: design custom solutions or organizational measures

  17. Product Line Engineering: The State of the Practice • Architectural practices • Explicitly define and document the architecture • Dissemination is key • Enforce us of available architecture • Architectural roles • Product architect • Product line architect • Domain architect • Component architect

  18. Product Line Engineering: The State of the Practice • Architects are responsible for traceability between (product) requirements and architecture solutions

  19. Software Product Families in Europe Esaps and Café Projects

  20. Software Product Families in Europe • ITEA (Information Technology for European Advancement) projects • ESAPS (Engineering Software Architectures, Processes, and Platforms for System Families • Café (Concepts to Application in System-Family Engineering)

  21. Software Product Families in Europe • Family development concerns • Business: the way resulting products make a profit • Architecture: the technology needed to build the system • Process: responsabilities and dependencies during software development • Organization: the organization in which the software is developed

  22. Software Product Families in Europe • Main goals of the projects • Improve development paradigms • Improve reuse level • Architectural improvements • Developments in computing platforms • Distribution and communication • Development environments • Software development paradigms

  23. Software Product Families in Europe • Business • Scoping is key. Project objectives and domain focus must be appropriately scoped and aligned with needs of the market • Scoping must be performed over the family’s lifetime • Three kinds of scoping • Product family scoping: product portfolio • Domain scoping: boundaries to relevant domains • Asset scoping: reusable elements

  24. Software Product Families in Europe • Architecture • Variability should be modeled through variation points • Designing system families requires finding a way of architecting both commonality and variability to exploit them during the tailoring process • Product family architecture defines the components, relationships, constraints and guidelines • Variability in the large and variability in the long term: related to the type of equipment and to the market

  25. Software Product Families in Europe • Architecture • Most important reusable assets: requirements, domain model, architectures, patterns, design decision model, software components, interfaces between components, test casesa and product documentation • Aspect analisys (Philips): developers considered 3 design dimensions independently - structure, aspects and behavior – and then assigned each piece of functionality a place in each dimension

  26. Software Product Families in Europe • Architecture • Requirements must be traced to family assets • Pre and pos traceability: related to assets in earlier or later stages • Horizontal and vertical traceability: related to the abstraction level of the assets

  27. Software Product Families in Europe • Process • Introduce a software development process incorporating all of a family’s products • Take into account asset reuse • Traceability is connected to configuration and version management • Important to know which versions of which assets are used in which systems

  28. Software Product Families in Europe • Process • Change management lets us predict the properties and new family assets before building them • Changes in one asset of a family might affect many products in several ways: guidelines and automated support are essential • Depending on functional and quality requirements, the architect selects the product variants to be delivered • Meta-model to improve asset classification and methods for effectively selecting components • No tool effectively addresses all aspects needed

  29. Software Product Families in Europe • Organization • Separate development groups should work on family engineering and product engineering

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